Almadar A group with facilities spread across several banks on King Fahd Road usually has never stepped back to ask how its overall debt should be structured, only how to secure the next single facility.
This sits above bank financing, Islamic finance and sukuk work, helping decide the right mix and structure across all three rather than optimizing any single facility in isolation from the others.
Why the overall structure matters more than any single facility
A company that approaches financing needs facility by facility, without a coordinated strategy, often ends up with a patchwork of covenants, maturities and lender relationships that create unnecessary refinancing risk and administrative complexity nobody deliberately chose to take on.
What a proper debt strategy actually considers
The appropriate mix of conventional and Islamic financing given the company's own preferences and each lender's terms, a maturity profile genuinely matched to the underlying assets or cash flows being financed, and a covenant structure that leaves real operating flexibility rather than accidentally constraining the business in ways nobody noticed until it mattered.
A common Saudi scenario
A Riyadh holding company with facilities across a trading arm and a manufacturing subsidiary, each financed separately over time with different banks, often carries genuinely avoidable complexity and cost that a coordinated group-level debt strategy would resolve if addressed deliberately rather than facility by facility.
What we deliver
A structured review of existing debt across the group and a strategy for future financing decisions, including refinancing opportunities where current terms no longer reflect the company's improved credit profile since the facilities were originally arranged.
Building a strategy that survives leadership changes
A debt strategy that only exists in one person's head disappears when that person moves on. Documenting the strategy and its rationale ensures a new CFO or finance director can pick up the reasoning rather than starting from scratch or reverting to facility-by-facility decisions.
Timing the review around your own credit cycle
The best time for this review is typically well ahead of any major renewal or new financing need, since a rushed review under deadline pressure has far less room to negotiate meaningfully better terms than one conducted with genuine lead time.
Groups with entities and facilities spread across Riyadh, each arranged separately over time, typically carry the most avoidable complexity and cost, since a coordinated group-level review often uncovers refinancing opportunities and covenant inconsistencies that nobody had reason to notice while each facility was managed independently.